The 2014 - 2019 Robert Morris
University strategic plan provides a comprehensive framework for building upon
RMU's considerable existing strengths in order to focus attention upon its
opportunities, weaknesses and threats. The University realizes that it faces
many significant challenges in the next five years and that it must proactively
shape its future. It will do so via a University-wide strategic plan that is
supported by coordinated unit-level plans and by an integrated budgeting
process that addresses the strategic plan's major priorities. All of the six
major initiatives and 38 goals in the RMU strategic plan, together with the strategies
and measures in unit-level plans that carry out the University-wide plan, are
directed towards fulfilling the University's Mission in accordance with its
Core Values.

At the center of the plan is the concept of RMU providing transformational
experiences for its students. This is highlighted by all students participating
in engaged, active learning both inside and outside of the classroom. Such a
holistic educational approach directly supports the RMU Mission of preparing
students for leadership in a rapidly changing world.

A strategic plan without specific measures of achievement is a hollow promise.
Each of the unit-level strategies that support the University-wide plan has
qualitative and/or quantitative measures of success that have time-specific
completion dates.

Initiative 1, Advancing Academic
Excellence, contains ten goals that seek to improve the quality of RMU's
schools and degree programs. This will be accomplished by maintaining program-level
and regional accreditations and considering selective expansion, measurement of
continuous improvement via expanded outcomes assessment, enhancement of faculty
credentials, scholarship and teaching, expansion of experiential learning and
innovation, and expansion of online programs.

The seven goals associated with
Initiative 2, Continue to Develop RMU as
a “University of Choice”, seek to build a distinct, quality identity for
the University that will attract prospective students as well as provide a high
quality college experience to current students. The preeminent goals under
Initiative 2 provide a distinct, differentiable education that places enhanced
emphasis upon experiential and co-curricular learning. RMU will provide more
active learning opportunities via internships, study abroad, community service
and student involvement with faculty research. Student affinity with RMU will
be heightened by providing more co-curricular and extra-curricular activities. The
University will focus upon changing its student mix while continuing to grow
its enrollment and residential student population while improving the
geographic, gender and racial/ethnic diversity of its student body. Increases
in retention and graduation rates are important goals of this Initiative and
important measures of its success. Increased support for Athletics and a focus on
quality assurance, value and affordability are also hallmarks of this
Initiative.

A human capital Initiative, “Continue to Develop RMU as an Employee
“University of Choice”, has been added to the strategic plan for the first
time. Initiative 3 has 5 goals that seek
to improve RMU’s degree of supportiveness, communication and recognition for
its employees while also seeking to transform tasks from transactional to
transformative. All of these other goals
seek to improve services for RMU’s students.

Continuing improvements to RMU's
facilities and infrastructure are the focus of Initiative 4, “Develop RMU’s Living and Learning
Infrastructure into a Competitive Advantage for the University.” Facility
needs will be prioritized and addressed via an updated campus Master Plan in
concert with priorities set forth in the strategic plan. Critical upgrades to
student living spaces as well as academic/instructional environments are a high
priority of Initiative 4. Initiative 4
has 4 goals.

Initiative 5, “Solidify and Leverage RMU Brand,”
addresses the need to bring focus and recognition to RMU's stature and presence
in both existing and new markets via more and better marketing. RMU will apply
more resources and strategy to enhancing and focusing its public image in both
its primary market area as well as in new markets that are important to the
attainment of its enrollment goals. Improvement of the University's ranking in
external surveys is an important measure of the success of this Initiative.
Initiative 4 has four goals.

Initiative 6, “Strengthen RMU’s Financial
Position,” seeks to develop non-tuition revenue streams that will bolster
RMU's financial strength and flexibility as well as providing the means to
carry out the goals set forth in this plan. A new capital campaign is the
cornerstone of this Initiative and so is the inculcation of a culture of
philanthropy among RMU faculty, staff, students and alumni. The University will
seek ways to improve the margin contribution from existing programs in order to
boost its financial flexibility and affordability. Initiative 6 has 11 goals.